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MS-24    june 2008

MS-24 : EMPLOYMENT RELATIONS

l.  Outline  the objectives  of industrial  relations.  Briefly  explain Dunlop's  approach  to industrial  relations.

2.  Briefly  discuss  the structure  of Indian  trade  unions  .

3.  Briefly  explain  the  evolution  of managerial  unions  in  India. Describe  the  factors  influencing  the  formation  of managerial  unions  in India.

4. Briefly  explain  the  major  perspectives  that  are  dominating the  industrial  relations  scenario  since 1991

5-  write  short  notes on  any  three  of  the  following  : 

(a)  Functions  of  employers' organisations

(b)  Degrees  and forms  of  participative  management

(c)  Collective  Bargaining

(d)  Importance  of  Integrity  and  Trust  in  employment relations

(e)  Grievance redressal  mechanisms

6. Read the  following  case  and answer  the  questions  given at the end.

In  one  state,  the  Chief  Minister  was  invited  to  the annual conference of  a  union  where  union  elections were also  scheduled.  The  Chief  Minister  inaugurated  the conference  and  observed  as follows  :  "i  propose  that  you elect Mr.  XYZ  as your  president and  the  president in  turn elect  his  team.  "  Before  the  members  could  understand the  significance  of  what  the  Chief  Minister had  said there was  a  big  round  of  applause  from  the  audience presumably  orchestrated  by  supporters  of  the  Chief Minister's nominee  for  president ship  of  the  union. Before  anyone could say anything, quite a few  queued up  and  began  to  garland Mr.  XYZ.  Mr.  XYZ  then  rose and  announced the  names of  his nomin ees.  The  elections concluded. Those who  were elected  were  happy  about the smooth  and  cordial  manner  in  which  the  elections  had been  held.  Referring  to  two  cases in  the  recent  past  in neighbouring  factories,  they  said, irr  one  the  rival  unions spent  a  lot  of  money  in  elections. From  where  had  the money  come.  Would  the  ones  who  had  spent  so  much money  not  want  to  recover  it  in  one  form  or  another  ? Another  elected  person  was  talking  about  how management  manipulated  the  elections  to  have  a 'company'

union.  Some  of  the  people  who  had  aspired to  contest rvere dismayed but  could not  do  much  because of  the  atmosphere  in  which  the  whole  thing  had happened.

Questions 

(a)  Comment  on  the  case  and  the  divergent viewpoints/perceptions  of  those  who  won  the elections without  contesting and  those  who  wanted to  contest  but  could not.

(b)  Discuss  the  problem of  trade union  democracy.

(c)  What  suggestions  do  you  have to  make trade  unions truly  for  the  members, of  the  members, and  by  the members ?

(d)  What  role,  if  any,  should management have  in  the manner  in  which  unions are  administered  ?  Is there a  justification for  managements to  intervene  in  the

internal  matters of  unions  on  the  grounds  that  the internal dynamics  of  unions affect the  functioning  of the  company wherein the  unions operate.

MS-24    june 2009 solutions from ignou university

MS-24 : EMPLOYMENT RELATIONS

MS-24    june 2010

MS-24 : EMPLOYMENT RELATIONS

1. What is industrial relations ? Briefly discuss the Dunlop's approach to industrial relations.

2. Discuss the factors influencing the formation of managerial unions in India.

3. Outline the process and conditions for success of trends in collective bargaining.

4. State the issues involved in the participative forums in India.

5. Write short notes on any three of the following :

a) The "Red-Hot Stove" Rule.

b) Impact of ILO on industrial relations in India.

c) Powers and duties of conciliation officers.

d) Role of trade unions.

(e) Advantages of formal mechanism of grievance redressal.

6. Read the case carefully and answer the questions given at the end :

The Aristocrat Baggage Company's Suggestion Committee is meeting. The members

of the committee are listening to a report by the Secretary on the discussion that had taken place in the Company's Joint Consultative Committee meeting to which he was invited. One of the workers' representatives of the Joint Consultative Committee had brought up the case of the operator, Raman Gandhi, who three years before had put in a suggestion regarding the dispatch procedure which was turned down by the Suggestion Committee. Two years later a new Dispatch Manager was appointed. Apparently, a year after his appointment he introduced what virtually amounted to the idea suggested by Mr. Gandhi. Mr. Gandhi was furious when he heard about this and complained to the union leaders. He stated that his idea was stolen and that he will never give any new ideas under the suggestion scheme. "It is ramp" he announced. Some of his colleagues agreed with him. At the Joint Consultative Committee meeting, the Secretary had a somewhat tough

time during the heated discussion. Subsequently, as he discussed the matter with the new Dispatch Manager, the latter stated that "in any case the situation is different now. Gandhi's idea could not have been workable at that time". The Suggestion Committee discussed the matter, but failed to take any decision in this case.

   Questions :

a) What is the problem in this case ?

b) Should it be mandatory for the Suggestion Committee to give reasons if it turns down any suggestion by a worker ?

c) How would you deal with the present situation ? What step would you take to avoid the recurrence of such a problem in future ?

d) How would you encourage the workers to participate in the suggestion scheme of the company ?

MS-24    june 2011

MS-24 : EMPLOYMENT RELATIONS

1. Discuss the current development in industrial relations in India. Describe the influence of  theories and models on industrial relations  practices.

2.  Identify the factors responsible for the formation  of white - collar managerial unions. Briefly trace  the evolution of managerial unions in India.

3.  Define collective bargaining. Examine the unique features of collective bargaining in Indian context  with illustration.

4. Identify the factors responsible for the failure of  participative schemes in India. Discuss the  strategies for making participative forums  effective.

5.  Define discipline. Explain the process of  disciplinary action and its advantages and  disadvantages.

6. Read the case given below and answer the  questions given at the end,

   XYZ Corporation is a State Government  enterprise in which a strike occurred in the recent  past at the middle management level, causing a  loss of Rs. 100 crores.

This Corporation is an engineering industry  and has three categories of employees :

(1) deputationists from the Central and State  Governments,

(2) its own recruited officers, staff  and men; and

(3 ) officers and staff who had opted  from the Government to the Corporation' s service.

The middle management whose strength is  about 1500, includes  people  who have reached  the highest executive rank, but are not members  of the Board of Directors. The Board of Directors  and Secretaries of the Corporation are on  deputation from the Central and State  Governments. Some of them are experienced  veterans of proven integrity and managerial skills.

The workforce and staff consists of supervisors  and men, who have separate unions.  The unions had many factions and were  agitating quite frequently. the top management  was generally employing the middle management  to quell strikes by the workers and staff. In most  cases, the demands of the workers were accepted.

The workers and supervisory staff had thus been  able to improve their service conditions through  agitational means.  Before the strike, the middle management  had been complaining about job - stagnation,  absence of service rules, untimely action in FB cases, and unequal treatment meted out to it by  the top management. It wanted a revision of the

pay-scales and introduction of time bound pay-scales. By this time, the deputationists at the  middle management level were asked to opt for  service in the industry or lose their jobs. There  were serious apprehensions in the minds of the  middle management people about getting perks  and retirement benefits at the same rate as their  parent departments. They held several meetings  and people at all levels of the hierarchy stood  together.  The top management issued a circular  saying that the misgivings were unfounded, and  that the industry was quite capable of giving perks  and retirement benefits at the same rate as their  parent departments. This circular was issued in  the same manner as other circulars.

Three months prior to the strike by the  middle management, a union of workers went on

strike. The middle management was directed to  have the strike called off but it  acted  half-heartedly. The top management was getting the  feedback on the situation from the Corporation's  channels and other independent services. The  middle management, however, passed on very  little information. The MIS was of routine nature,  and it only described how functioning had been  affected, and the strength that reported for duty.

The middle management was itself to some extent,  responsible for the strike and it stood by the  workers.

After this strike was called off, there were a  number of demonstrations by the middle  management people. A union had already been  formed and it was recognized by the Board of Directors. The following demands were put up :

(1) DA to be granted to people getting pay above  Rs. 900 basic,

(2) Time bound pay-scales to be  allowed,

(3) DA to be equal to that given to the  deputationists,

(4) For those not getting residential  accommodation, rent above 10'%t, should be

subsidized,

(5) Withdrawal of pre- audit checking  on purchases,

(6) The middle management people  should have promotion avenues up to the Board  level, and

(7) Timely disposal of disciplinary cases.

     The middle management complained that  there was stagnation, and that promotion avenues  were blocked.  - Ihey said, for instance, "that an  engineer entering the Corporation would cross the  first step only after fifteen years and the second  after twenty. There were five steps to the highest  executive rank (not in the Board of Directors).  hence there was no chance for an entrant to reach  the highest level in his lifetime or to get pay  advance equivalent to that at the higher echelons."  About two months prior to the strike the  Chairman went on leave for a month and a  deputationist in the Board was appointed to  officiate in his place. During this month the  agitation mounted.

The Board of Directors appointed a Pay  Commission, but it was boycotted by the middle

management. The information system of the  Board conveyed information about discontent but  it did not foresee the strike which later paralyzed  the Corporation. The Board of Directors got in  touch with the Army authorities, and were  assured that personnel would be provided to man  the works, so that functioning was not disrupted.  An impasse started developing at about this time  between the middle management and the Board OF DIRECTORS

Questions :

(a)  What is the main problem in the present  case ?

(b)  Analyze the basic causes which led to the  problem.

(c)  How would you deal with such a  situation ?

MS-24    dec-2007

MS-24 : EMPLOYMENT RELATIONS

l.  What  is  industrial  relations ?  Discuss  the  Marxist  and  the Gandhian approach to  industrial  relations.

2-  Outline  the origin  and  growth  of  employers'  organizations in  India.  State  the  first  NCL's  observations  on  the employers'  organisations. 

3.  Discuss  the  rationale  for  workers'  participation  in management  with illustration.  What are  the issues  involved in  participative  forums  ? 

4.Define  and  describe  'Grievance'   Briefly  discuss  approaches to  Grievance Resolution. 

5.  Write  short  notes on  any  three  of  the  following  :

(a)  Strategies  in  negotiation

(b)  Productivity  bargaining

(c)  Red  Hot  Stove  Rule

(d)  Power  and Authority

(e)  Generic characteristics  of  large non-union  firms

6. Read the  following case  and answer  the  questions  given at the  end.

The  Andhra  Pradesh  State  Road  Transport Corporation  has been  providing  passenger  transportation facilities  since  1956.  It  has been extending  its  operation from  one  region  to  another.  by  nationalising the  private passenger  transport  companies  in  a  phased  manner. Presently it  is  operating  its  services  in  80%  of  the  routes in  the  State.  It  nationalised  two  routes  in  East  Godavari District in  the  State in  October,  1988.  Normally it  absorbs all  the  employees  working  in  passenger  transport companies  be{ore  nationalisation  and  fixes  their  wages  at par  with  the  scales  of  similar categories  of  jobs.

The  pay  scales  in  the  corporation  are determined on\ the  basis of  mutual  agreement between the  management and  the  recolnised  trade  union.  The  scales are  revised once  in  three  years.  The  recent  agreement  .came  into force  with  effect  from  September,  1988.  There  are  two classes  in  the  drivers'  category,  i.e.,  Class  I  (drivers working  on  long  distance  buses) and  Class  II  (drivers working  on  short  distance  routes). The  pay  scale of  Class II  drivers is  enhanced from Rs.  600  - 1200  to  Rs.  900 -  1600  (with  effect  from September,  1988)  in'  consequence  to  the  latest agreement.  The  agreement  further  says  that  the  pay  scales of  the  drivers drawing the  scale  of  Rs. 600  -  1200  will  be fixed in  the  scale  of  Rs. 900 - 1600.

     The  corporation  absorbed 10  drivers who  were  with the  private  passenger  transport  companies  upon  the recent  nationalisation  of  two  routes.  The  personnel department  fixed the  scale  of  these  10  drivers in  the  scale of  Rs. 600 - 7200  and it  rejected  their  plea of  fixing  their pay  in  the  scale of  Rs.  900 - 1600  saying that  only  thedrivers  drawing  the  scale  of  Rs.  600 - 7200  are  now eligible  to  draw  the  new  scale  of  Rs.  900 - 1600.  The corporation  has set up  both  the  grievance machinery  and the  collective bargaining  machinery  to  resolve employee problems.  Then  these  drivers tub-ittnd  this  issue to  the foreman  who  is  their  immediate  superior.  The  foreman told  them  to  raise this  issue  in  collective  bargaining with the  help  of  trade  union  leaders  as  it  is  a  policy  issue. These  drivers  approached  the  trade  'union  leaders  and persuaded  them  to  solve  the  issue.  The  trade  union leaders  included  this  item  in  the  draft  agenda  to  the collective  bargaining  committee  to  be  held  in  January, 1989.  But  the  collective  bargaining committee deleted  this item  from  the  draft  agenda saying that  this  issue can  be settled  through  grievance  machinery as only  10  drivers  out of  3,000  drivers  of  the  corporation  are  concerned  with this issue.

Questions :

(a)  What  are  the  core-issues   in the  case  ?

(bl  Who  is  correct  -  the  personnel department  or  the foreman  or  the  collective  bargaining committee  ?

(c) How  would  you  redress  this  grievance if  you  were the  C.E.O. of  the organisation  ?

MS-24    dec-2008

MS-24 : EMPLOYMENT RELATIONS

1. Present  a  brief account  of industrial  relations  (IR) in  India. Discuss  the  current developments  in  IR.

2. Explain  how  internal  affairs  of  the  union  are managed.  Outline  the factors  responsible  for persistence  of outside  leadership  in  the  unions in India.

3. Explain  the  concept  of  collective  bargaining (CB)  and  discuss the  emerging  issues  of  CB in India.

4. Describe different  approaches  to.  Grievance resolutions.  Discuss  the recommendation  of National  Commission  on labour  for  effective grievance  procedure.

5. Write  short  notes  on  anY  three  of  the following  :

(a)  Arbitration.

(b)  Activities  of managerial  associations.

(c)  Red  hot  stove  rule.

 (d)  Craft union.

(e)  Misconduct

6. Read  the  case  carefully  and  answer the questions  given at the  end.

V.  J.  Textiles  is  a  leading  industry having a workforce  of  more than  1200  employees, engaged  in  the  manufacture  of cotton  yarn of different counts.  The company  has  a well-established  distribution  network  in  different parts  of the  country. It  has  modernised  all its plants,  with  a  view  to  imProve  the productivity  and  maintain  quality.  To maintain good human relations  in  the plants and  the  organisation as a whole,  it  has extended  all  possible  facilities  to  the employees.  Compared to  other mills,  the employees  of  V.  J.  Industries  are enjoying higher  wages  and  other  benefits. The company has a Chief Executive, followed  by Executives  in-charge  of different functional  areas.  The  Industrial  Relations Department is  headed by  the  Industrial Relations Manager.  The  employees are represented  by five trade  unions  -  A,B,  C,D and E  (unions  are alphabetically  presented based  on membership)  -  out of which  the  top three  unions  are  recognised  by  the management  for  purposes  of  negotiations.  All the  unions  have  maintained  good  relations with  the  management individually  and collectively.

For  the  past  ten years,  the  company  has been  distributing bonus  to  the  workers  at  rates more than  the  statutory minimum  prescribed under  the  Bonus  Act.  Last  year,  for  declaration of rate  of  bonus,  the  management  had  a  series of discussions  with  all recognized  unions and finally  announced  a  bonus,  which was  in turn agreed  upon by  all  the  recognized  unions. The very  next  day  when  the  management  prepared the  settlement  and  presented  it  before  the  union representatives,  while  Unions  A and  C  signed the  same,  the  leader  of Union B  refused  to do so  and walked out,  stating that the  rate of  bonus declared was not  sufficient.  The next  day, Union  B  issued  a  strike  notice  to  the management  asking for  higher  bonus. The

 management  tried  its level  best  to  avoid  the unpleasent  situation,  but in vain.  As a  result, the  members  of Union B  went on strike.  They were  joined  by the  members  of Union D. During the  strike,  the  management  could probe  the  reason  for the  deviant  behaviour  of Union  B leader;  it  was found  that  leader of Union A"  soon  after  the  first  meeting,  had  stated in  the  presence  of a group  of workers, "  It  is because  of  me  that the  management has  agreed to  declare  this  much amount of bonus to the employees;  Union  B has miserably failed  in its  talks  with  the  management for  want  of initiative  and  involvement".  This  observation somehow  reached  the  leader  of Union  B as  a result  of which he  felt insulted, Soon  after identifying  the  reason  for

Union  B's  strike call,  the Industrial  Relations Manager  brought  about  a  compromise

between the  leaders of  Unions  A  and  B. Immediately  after  this  meeting  the  strikers

(members  of Unions B  and D) resumed  work and  the  settlement was  signed for the same rate of bonus  as  was originally  agreed  upon.

  Questions:

(a)  Was the  leader of  Union  A  justified  in making remarks  which  made  the  leader of Union B  feel  offended ?

(b)  What  should  be management's long  -term  strategy  for  avoiding  recurrence  of inter-union  differences  on such  issues  ?

(c)  If  you  were  the  Industrial  Relations Manager what  would  you  have done had the  Union  B resorted  to  strike for  a reason  other than that mentioned in  the case  ?

MS-24    dec-2009

MS-24 : EMPLOYMENT RELATIONS

1. Explain the new perspectives of 1990s and 20 implications of post-modernism for employment relations citing suitable examples.

2. What are the skills and traits required for negotiating team and briefly discuss about process of long term settlement ?

3. Briefly discuss the factors responsible for the failure of participative schemes in India. Discuss the strategies for making participative forums effective.

4. Describe the issue of leadership in trade unions. Outline the new role of trade unions.

5. Write short notes on any three of the following :

a) Principles of industrial adjudication

b) Indiscipline : nature and causes

c) Impact of ILO on industrial relations

d) Gandhian approach to industrial relations

(e) Chamberlain's model of bargaining

6. There is one case study given in this section. Attend the same.

Mr. Nandkishore is a workman employed in the despatch department of a cement factory.

The factory is located in one of the towns of a politically sensitive state. It employs about 1,500 employees besides the managerial staff. The annual turnover of the company is around Rs. 150 crores and its capacity utilization is 75 per cent. The factory has three unions besides a Security Staff Association and a Management Association. For eight years, only one union has been recognized, on the basis of its "claim" that it has the largest following of workmen. Continued recognition of a single union led to strained

relations between the two unrecognized unions and the Management, and also among the unions themselves.

Mr. Nandkishore is an office bearer of one of the unrecognized unions. The industrial

relations situation in the factory has been fluctuating from periods of harmony to periods

of disturbances. On December 10, 1988, Mr. Nandkishore fell down from the ladder, while working during the second shift. This accident resulted in serious injury to his right arm. He was admitted in a  Government hospital for treatment. An accident report was sent to the Commissioner under Workmen's Compensation Act, to determine the amount of compensation, if any, to be paid to Mr. Nandkishore for the loss of any earning capacity. Meanwhile, the union in which he is an office bearer requested the Management to pay a sum of Rs. 5,000 as advance to the injured workman for covering medical expenses. It also stated that the above amount may be deducted from the compensation which Mr. Nandkishore may get, according to the Commissioner's decision. The Management paid Rs. 3,000 as advance, after obtaining a written undertaking from the union that this amount will be deducted from the compensation payable. The union also agreed to this condition. It also arranged for the release of Rs.2,000 from the Labour Welfare Fund. The Medical Officer treating the workman submitted a report in February, 1989. The Medical Report did not mention any kind of disablement (Full/Partial, Temporary/Permanent) to the workman. The Commissioner, after processing the case and studying the report, ruled that the workman, Mr. Nandkishore shall be paid only half-monthly wages for these two months against his request for compensation as there was no

permanent or partial disablement. On receipt of this report from the  Commissioner , the Management asked the workman to repay Rs. 3,000 given as an advance and requested the union to do the needful in this regard. The union, however, contended that since the accident occurred during and in the course of employment, the Management must treat it as ex-gratia payment and that it should not demand its repayment as the money was used for treatment. The Management, however, pointed out that at the time of taking advance, both the union and workman had agreed that this amount will be recovered from the compensation payable and since no compensation is payable, the workman should pay back the advance. The Management, further pointed out that it cannot waive the recovery of the above advance as it is bound by the rules. The union however insisted that Management should not proceed on the recovery of advance from the workman. The Management also heard rumours that the said union may stage a “show down” over this issue.

Questions :

a) What is the problem in the case ?

b) Analyse the causes which led to the problem.

c) How should one deal with such a situation ?

d) Discuss the Act under which this case can be dealt.

MS-24    dec-2010 solved paper

MS-24 : EMPLOYMENT RELATIONS

MS-23    Dec, 2011

MS-23 : HUMAN RESOURCE  PLANNING

1. Explain the concept and process of HRP. Describe  the manning standards and utilisation of Human  Resource Planning.

2. Discuss different kinds of roles. Describe the  factors contributing to role changes in an orgn  with suitable examples.

3. Explain the aims and objectives of career  planning. Discuss the career planning process and  also highlight the benefits of having career  planning in an organisation.

4. Discuss the concept of HRIS. Describe an IT  supported HRIS and its advantages with suitable  examples.

5. Write short notes on  any three  of the following :

(a) Human Resource Inventory

(b) Job Specification

(c) Potential Apprisel

(d) Sources of man power supply

(e) The cost approach in HRA.

6.  Read the following case and answer the questions  given at the end.

K.M.T. Ltd. is a government undertaking  situated near Cochin. It manufactures textile

machinery and other machine tools, and has  about 4,000 employees. The company till 1984 had  a good business record. It started showing  declining results because of competition from four  new private sector industries. This setback was  further aggravated because of competition from  H.M.T. and P.M.T. in the area of manufacture of  machine tools. Adding to this was K.M.T. Ltd.'s  failure to diversify into other areas though it had  enough capacity, particularly with regard to  variety in machine tools and textile machinery. It  was also noticed that the costs of textile machinery  and other machine tools produced by K.M.T. Ltd.  were higher than those produced by other  companies.  The company was managed by the  Managing Director, Mr. Menon, under the  guidance of the Board of Directors. The General  Manager, Mr. Joseph, was incharge of production.  The company's management thought of adding  two new departments, namely Industrial  Engineering and Cost Accounting. A few old  hands were selected from within the organisation  and were sent for training to NPC, Madras, and  ICWA. Following this, the section heads of these two departments - Industrial Engineer  Srikumaran, and Cost Accountant, Nambiar -began their departmental activities. They were  promoted as Senior Industrial Engineer and Senior  Cost Accountant and subsequently to the Chief's  post. It was, however, noticed that these two  departments could neither effectively check nor  control manufacturing costs with the available  talent.

The MD in order to check the cost factor  thought of recruiting well-qualified and  experienced individuals for the senior-level posts  of industrial engineer and cost accountant. An  advertisement for the two posts was given and to  attract qualified personnel, the salary offered was  in the higher grade of 'G4'  (Spl).  The Officers  Association (OA) approached the MD and  requested him not to recruit outsiders for these  posts, but instead, arrange for suitable training  for existing experienced officers of these  departments and promote them afterwards. They  also objected to the recruitment of outsiders in a  higher grade of 'G4' (Spl) instead of the usual 'G4'  grade. Under pressure from the OA, the personnel  department sent the interview letters indicating

the correction in recruitment grade to 'G4'. A large  number of outside candidates wrote back saying  that they would be interested, provided they were  considered in 'G4' (Spl) grade as already  advertised. Under the advice of the MD, telegrams  were sent asking candidates to appear for the  interview and which also stated that the 'G4' (Spl)  grade would be considered.

     Seven candidates, including two  departmental officers, appeared for the Industrial  Engineer's post and eight candidates, including  three departmental candidates, appeared for the  Cost Accountant's post. In each case, well-qualified and experienced outsiders (Mr Gopalan  as Senior Industrial Engineer and Mr. Nayar as  Senior Cost Accountant) were selected in  ` G4'   (Spl)  grade as per the original plan of the  MD. The General Manager, the Chief Industrial  Engineer and the Chief Cost Accountant were not  included in the board for selection of candidates  and thus, felt neglected.

Mr. Gopalan and Mr. Nayar joined the  organisation and were asked to report to their  respective chiefs. The chiefs allotted some minor  assignments to them, retaining major ones with  either themselves or with some of their close  associates (who had been recently promoted  mainly on the basis of seniority).  The present profile of work assignments  were covering only a limited area of industrial  engineering and costing. Many other areas were  not tried out and taken up; the latest techniques  were also not being used. When an opportunity  for promotion of both Mr. Gopalan and Mr. Nayar

arose (as Chief of Industrial. Engineering was  retiring and the Chief Cost Accountant had  resigned), the departmental promotion  committee, consisting of the MD, GM, Chief

Personnel Manager and the Chief Industrial  Engineer, selected and promoted two  ` G4'  grade  officers to 'G5' grade on the basis of their duration  of service in the organisation. The cases of Mr.  Gopalan and Mr. Nayar (of 'G4'  (Spl)  grade) were  rejected as they had only a year's experience with  the organisation. Both these new officers were  dejected at not being considered for promotion.  They had joined the Officers Association, but after  this incident the two were also neglected by the  OA. Mr. Gopalan and Mr. Nayar decided to quit  the organisation as early as possible since they  were not prepared to work under their juniors.

The business of the company declined  further. Then, there came a sudden change. The

MD, Mr. Menon, was replaced by  Mr. Ramakrishanan. After reviewing the  comapany's

position, the new MD called Mr.  Gopalan and Mr. Nayar as well as their new  chiefs. He gave them new assignments and asked  them (Mr. Gopalan and Mr. Nayar) to report back

urgently through their chiefs.  After 10 days, Mr. Gopalan met the MD and  handed over his resignation instead of the  assignment report. The MD enquired about the  reason for the resignation. Mr. Gopalan explained  as to how he had been sidelined for promotion to

  the Chief Industrial Engineer's post, and how he  had been treated in the department with respect  to assignments. Moreover, he stated that he was  not willing to work under his junior. He also said  that he had been offered a divisional head's post  in a big (multi-unit) private industry and would  like to join them at the earliest. He further added  that he was interested in utilising his potential and  talent to the fullest. The MD asked him to think  over his resignation, and particularly since he was  joining a private sector industry after serving in  the public sector. He promised to make use of his  talent at K.M.T. Ltd. Itself and to look into his  case and promote him as Joint Chief Industrial  Engineer. After a lapse of another week, Mr.  Nayar also approached the new MD with his  resignation letter.

Questions  :

(a) Is the recruitment policy of the organisation  faulty ? Why ?

(b) Why are Gopalan and Nayar demotivated ?

(c) Do you think that Gopalan and Nayar  should have been selected enabling their

effective utilisation ?

(d) If you were asked to advise Menon and  Ramakrishnan about dealing with the  problems of Gopalan and Nayar, what  advice would you give ?

MS-23    june-2007

MS-23 : HUMAN RESOURCE  PLANNING

1. Describe  the  transformational  process  as  a  result  of  social, economic,  organisational,  and  technological  changes  at the work  place. Discuss  the  contemporary  trends in  demand and supply  of  labour,  with suitable  examples

2.  Discuss  the  significance  of  dislocation  and  the  problems associated  with  it.  What  are  the  solutions  to  deal  with dislocated  employees  ? Discuss  with examples.

3.  Discuss  various  objectives  of Performance  Appraisal.  Briefly describe  various  methods  of  Performance  Appraisal.

4.  Discuss  the  rationale  and objectives  of  orientation.  What are the  essential  contents  of  orientation, and  how  is  it evaluated  ? Explain  with suitable  examples.

5.  Write short  notes  an any  three of  the following  :

(i)  Cost  Approach to  Human Resource  Accounting

(ii)  Demand  Forecasting

(iii)  Competency  Mapping

(iv)  Executive  Search

(v)  Career  Planning